• 대한안전경영과학회지
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• 제7권2호
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• pp.1-12
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• 2005

TPM(Total Productive Management) that is enforcing introducing more than $80\%$ in domestic manufacturing industry is using total plant efficiency by the evaluation index, and as a result, can see a lot of examples that plant productivity is increased. This study's purpose centers total productive management activities that is management system for total plant efficiency's maximization, plant information system that total productive management activities factor that is enforcing in manufacturing industry can develop evaluation model that can evaluate qualitative activities by quantitative activities in process that maximize total plant efficiency wishes to do design.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2005년도 춘계학술대회
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• pp.91-96
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• 2005

TPM(Total Productive Management) that is enforcing introducing more than $80\%$ in domestic manufacturing industry is using total plant efficiency by the evaluation index, and as a result, can see a lot of examples that plant productivity is increased. This study's purpose centers total productive management activities that is management system for total plant efficiency's maximization, plant information system that total productive management activities factor that is enforcing in manufacturing industry can develop evaluation model that can evaluate qualitative activities by quantitative activities in process that maximize total plant efficiency wishes to do design.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2005년도 추계학술대회
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• pp.199-202
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• 2005

All machines and systems in a firm should be managed for optimizing its productivity. Actually, however, it is hard to manage the machines of a firm in collective methods because the company making each machine varies and the way maintaining each machine is various. As a machine Is out of order, the machine is fixed by the repair person from the company making the machine. Every time comes repair person to fix a machine firm having the machine would experience time loss and cost loss. Therefore, a firm needs to manage blueprint of their machine to reduce loss in time and cost and to maintain their facilities in TPM(Total Productive Management) to make operators manage directly. In this study, we suggest the method to manage a blueprint of a machine with TPM.

• International Journal of Quality Innovation
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• 제2권1호
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• pp.106-116
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• 2001

The purpose of business strategy is to achieve competitive advantages which includes higher efficiency, better quality, more innovation and faster customer response. In other words, The business strategy is to build unique capability of lower cost and/or differentiation. In production aspect, unique capability means better production power with better performance at 3M(Man, Machine, Material) of input and PQCDSM (Product, Quality, Cost, Delivery, Safety, Moral) from output. The Total Productive management (TPM), a series of improvement activities focused on reduction of equipment loss, is a tool to establish business competitive advantages. In this paper, several domestic companies who won the Japan TPM Award have been studied. It is found that there is a strong cause-effect relationship between TPM and competitive advantages because. 1. TPM can change employees mindset effectively. 2. TPM can upgrade employees capabilities. 3. TPM can lead to excellent productivity.

• 지식경영연구
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• 제10권3호
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• pp.133-152
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• 2009

The purpose of this study is to enhance an understanding of employee's OCB(organizational citizenship behavior) in manufacturing innovations like a TPM(total productive maintenance). OCB is examined as a dependent variable in three dimensions; compliance behavior, altruistic behavior, and innovative behavior. The six determinants of OCB are considered based on previous literature : organizational culture, team climate, transactional leadership, transformational leadership, job satisfaction, and organizational commitment. And the moderating effect of TPM on the relationships between OCB and determinants are examined. Data is collected through questionnaires and interviews from 684 employees in the Korean medium-sized manufacturing company that are conducting TPM. The result indicates that the important influencing factors of OCB are team climate, organizational culture, and job satisfaction. And the moderating effect of TPM on the relationships between OCB and job satisfaction is founded.

• 대한안전경영과학회지
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• 제12권3호
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• pp.223-230
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• 2010

Recently Korean enterprises that branch out into China have been continuously increased to achieve diverse objectives such as personnel expenses reduction, market share extension on China and globalization strategy implementation. We have studied about competitiveness reinforcement of enterprises that branch out into China in terms of TPM(Total Production Management). In this paper, we extended the concept of traditional TPM(Total Productive Maintenance) to TPM(Total Production Management) that covers extensively the concept of total management innovation activities. We explored detailed activities of TPM and voluntarily participative field research circle. Also, We suggested some prerequisite conditions for TPM settlement that might be recommended for the foreign companies in China and checked Key Performance Indicator(KPI) that could be useful to confirm how TPM contributed to enterprise competitiveness reinforcement.

• 대한안전경영과학회:학술대회논문집
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• 대한안전경영과학회 2010년도 춘계학술대회
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• pp.219-230
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• 2010

Remarkably improvements have occurred recently in the maintenance management of physical assets and productive systems, so that less wastages of energy and resources occur. The technology of maintenance is about finding and applying cost-effective ways of avoiding or overcoming performance deterioration. Maintenance is thus a vital support function in business, especially as increasingly large investments are being required in physical assets. TPM(Total Productive Maintenance) focuses on optimizing planning scheduling. Availability, performance and quality rate are other factors that affect productivity. Especially there are some losses that affect the overall equipment effectiveness(OEE). These losses lead to low values of OEE, which provides an indication of how effective the production precess is. This study explores the ways in which Korean small and medium manufacturing industries can improve OEE.

• 성인간호학회지
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• 제21권4호
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• pp.423-434
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• 2009

Purpose: This study was conducted to evaluate successful aging (SA) in elderly individuals and to determine the factors that influence SA. Methods: The subjects included 207 elderly individuals from D city, Korea. The data were obtained between July 1 and August 30, 2008. The participants were assured of anonymity and confidentiality. For the evaluation, Kim & Shin's SA scale, Lawton's instrumental activities of daily living (IADL) scale, Jon's self-esteem scale, Kee's geriatric depression scale short form-Korean (GDSSF-K), and Hong's productive activities scale were used. The data were analyzed using descriptive statistics, the t-test, analysis of variance (ANOVA), and Pearson correlation coefficients; multiple regression analysis was performed using the SPSS/WIN 10.0 program. Results: The maximum score for SA was 34, and the mean score was 22.62. It was found that SA was significantly correlated to IADL, self-esteem, depression, and productive activity. Depression was the most powerful predictor of SA and it accounted for 40.6% of the total variance in SA. Self-esteem, productive activity, living situation, economic status, and age together accounted for 62.1% of the total variation in SA. Conclusion: Depression, self-esteem, and productive activity were identified as variables that influence SA. On the basis of these results, we conclude that nurses should assist elderly individuals in order to facilitate SA. Moreover, individualized nursing management strategies must be developed in order to facilitate SA.

• 한국의류산업학회지
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• 제13권2호
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• pp.269-278
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• 2011

This study aims at setting up productive capacity which can be usefully utilized for work management of apparel manufacturers. So as to achieve this goal, an apparel manufacturing company which has been operated by miniline system in Seoul was selected. Standard time and man-hour were calculated to create the accurate productive capacity by observing and measuring a work flow included cutting, sewing and finishing processes. And the result is as following. The standard time for each process was presented as cutting process 47004.5s, sewing process 671050.5s and finishing process 22426.3s. And 15284.4ms was computed as total procession man-hour per day of the manufacturer which is organized of 16 people. Also, the procession man-hour for each process was revealed as cutting process 396.7ms(2.6%), sewing process 14509.3ms(94.9%) and finishing process 378.5ms(2.5%). +Surplus was found in the productivity for each process included the cutting process(outshell, lining and seam process), the sewing process(preparation and arrangement process) and the finishing process. But, additional man-hour 52436.18ms was required because the productive capacity was calculated as -surplus(-13.9%) in the sewing process(part and assembly process). Therefore, a work schedule was planned based on the previous result. However, loading can be ideal when a capacity and a load become '0'. The object company should find the way to reduce allowance(26.25%) of the sewing process through reconstruction of consciousness and improvement in functions with analyzing works of operators. Also, they need to consider an additional supplement of the personnel.

• 산업경영시스템학회지
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• 제18권36호
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• pp.265-273
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• 1995

This paper is to analyze and provide some managerial requirements for the successful implementation of total productive maintenance system. It tries to identify determining factors for success and reasons for the failures of TPM, based on the research of a survey and an empirical study through the years in Korea. The findings are such that many companies have not been engaged in planning and control the maintenance cost and their maintenance activities are not organized systematically. However, many indicators show that the number of finns which try to introduce and implement TPM is getting increased. The successful implementation of TPM depends largely on how top management perceives TPM and how the firm responds In the changes of organization and of the role of workers to adapt this new concept of work. It is required that TPM is perceived as a means to achieve the firm's business objectives. It is recommended that each company constructs and develops its own model and procedures to drive the effort for TPM implementation.